The Organizational Behavior Of Unilever - 988 Words

In the following paper, an analysis has been made on the organizational behavior of Unilever, taking account its case study and actions with respect to the organizational structures. Three questions comprising of analysis regarding the new organizational structure and its suitability, the impacts of internal and external sources by means of business tools and change theories suitable for the organization have been made in the light of literature. Conclusions to the arguments have been presented in the last whereas work cited page has been added to support the arguments. Introduction: Unilever being one of the most earning brands of the world has reached today to its heights of success. Having hundreds of products launched under its banner, the company has managed pretty well to ensure none of its competitors even touch the mark of its success. However it does not means that this success had been their fate since the beginning. With a good start, the company soon in the changing era of business had to face immense loss at the expense of incompatible organizational structure. Despite of the fact that their initial organizational structure led them to success, the changes in the era with improve technology and advanced business techniques urged Unilever to believe it’s high time they should switch to something better which their competitors cannot win over. Changing slowly and gradually remained the strategy for the company which they led one after the success ofShow MoreRelatedUnilever Indonesia1396 Words   |  6 PagesIntroduction The company that we will discussed in this paper is Unilever Indonesia.Unilever Indonesia was founded on 1933. It has grown to become one of the leading companies for personal care products and foods and ice cream in Indonesia. 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LEARNING OUTCOME 1 TASK 1a AN ORGANISATIONAL STRUCTURE There are many different opinions and definitions of organizational structure. Structure in a sense is the arrangement of the functions used to do the work. Thompson said the structure is the inner structure of the differentiation and the relations. He referred to the structureRead MoreFinancial Institutions And The Economic Growth Of An Economy1728 Words   |  7 Pagespart is Unilever. Unilever is one of the largest consumer goods company located physically in England, the United Kingdom (UK). Cleaning agents and personal care products are some of the major products in which the company deals with one of the oldest organizational structure. Role of Financial Institutions a. From the annual report of Unilever, it is clear that the company has managed to maintain its net income and gross profit to be in the positive node. The gross profit of Unilever in the financial

5 Step Value-Chain Analysis for Customers’ Strategic Needs Free Essays

Value-chain analysis is used for many purposes, but the process of examining customers’ value chains is relatively new. In our five-step process, Step 1 explains how internal and external value chains can be used separately and in related ways. Step 2 shows how to construct a customer’s value chain. We will write a custom essay sample on 5 Step Value-Chain Analysis for Customers’ Strategic Needs or any similar topic only for you Order Now Step 3 shows how to identify the customer’s business strategy by examining this value chain and using other kinds of information. Step 4 explains how to use additional information and intelligence to leverage that understanding into strategic needs and priorities. Finally, Step 5 explains how a firm’s marketing function can best use this method of value-chain analysis as a new strategic capability. Step 1: An overview of value-chain analysis Value chains may be defined in two ways: (1) within a company they describe the various value-added stages from purchasing materials to distributing, selling, and servicing the final product (Porter’s 1985 concept),[3] and (2) they also delineate the value-added stages from raw material to end-user as a product is manufactured and distributed, with each stage representing an industry. 4] For convenience, we will refer to these two definitions as ‘‘internal’’ and ‘‘external’’ value chains, respectively. The internal value chain is a key concept in the field of strategic management that has been thoroughly explored. In contrast, the external value chain has not been studied as extensively. The external value chain consists of the important ups tream/supply and downstream/distribution processes. However, even though these processes occur outside the corporation, the strategic opportunities they reveal and areas of risk they highlight warrant careful study. Consider: Outsourcing – involves transferring certain primary or support functions in the internal value chain to the external value chain. B Vertical integration – involves taking control of one or more additional stages of the external value chain and making them internal. B Horizontal expansion – involves new product lines or expanded channels of distribution, including geographic expansion. B Strategic alliances with suppliers – involves more closely managing external suppliers as if they were part of the company’s internal value chain, but without actually owning them (for example, Toyota’s Kaizen ystem, wherein key suppliers are located very near a factory and receive all kinds of help and training from Toyota to ensure smooth and efficient production). One of the most complex value chains today can be found in the oil industry. This chain has nearly 30 significant elements, starting with the search for oil (at the upstream end) and including fie ld production, transportation (pipelines and supertankers), refining and processing and, lastly, consumer gas stations (at the ‘‘downstream’’ end). Internally, the oil-industry value chain processes a broad range of products, including such major categories as oil/lubricants, gasoline, petrochemicals (plastics), fertilizers/pesticides, natural gas, power generation/electricity, and convenience stores. The firms that are considered major integrated oil companies participate in a significant number – sometimes all – of these external (upstream and downstream) and internal value-chain elements. In a 2006 issue of Strategy Leadership, authors Wayne McPhee and David Wheeler suggested that strategists should use Porter’s concept to consider value-chain operations beyond the boundaries of the firm. Since its introduction, value-chain analysis has proven immensely valuable in three principal ways – cost analysis and reduction, differentiation, and product development – but the standard practice was for firms to analyze only their own value chain. Step 2: How to construct a customer’s value chain First, recognize that you need to construct both internal and external value chains for a particular customer. The internal value chain follows Porter’s original concept, which includes value-added steps from purchasing to distribution as well as support functions such as RD and human resources. It’s tempting to let this generic diagram serve as the customer’s value chain, but it must be tailored to the particular customer. To produce a useful value-chain analysis, members of your engineering or sales team should ask the customer how its business processes add value and whether any have unique best-practice features. To perform the external value-chain analysis, team members should ask the customer a set of getting-to-know-you questions. What does your supply chain (the upstream value chain) look like? What role does your company play in it? How do your products reach their customers (the downstream value chain)? Your final diagram models only this single customer’s value chain and it represents virtually everything the customer does to add significant value. If your relationship with the customer permits a candid exchange of information, have the customer validate the value chain you have created. As an example of how the diagnostic process works, consider how a supplier to Wal-Mart might learn to enhance its value. [6] The objective of creating both internal and external value chains is to understand Wal-Mart well enough to be able to discern its implicit and explicit strategic concerns. Exhibits 3 and 4 depict preliminary pictures of Wal-Mart’s internal and external value chains. Getting to this initial stage is relatively easy – adding more detail, nuance, and understanding takes more time, involves interviewingWal-Mart executives, and more closely observing how the firm operates. Step 3: Inferring the customer’s business strategy Even long-time suppliers have trouble distinguishing critical customer activities from sometimes urgent but ultimately nonstrategic ones. Understanding your customer’s business strategy is therefore crucial. Value-chain analysis helps a supplier distinguish between the activities of the customer’s firm that directly support its competitive strategies – for its products and for enhancing key capabilities – and ordinary operations. For example, routine operations like billing customers or servicing the fleet of company vehicles must be done, and done well. But there is little if any competitive advantage to be gained from the superior execution of such activities. Nor are they likely to provide an opportunity for gaining new sources of revenue and profit. It is the customers’ strategic activities and projects that offer the potential for future profits and command the attention of your customers’ senior management. So by supporting strategic activities, B2B service providers stand to gain the high-margin work they hunger after, the work that produces the highest returns, and the work that should be their constant priority. The Fluor case Fluor Corporation is a global engineering and construction company providing major capital facilities for a vast range of industrial clients in many vertical markets. With as many as 2,000 projects under construction employing 40,000 workers in more than 50 countries at any time, Fluor operates in all geographic regions of the globe and in all parts of its customers’ supply chains, delivering engineering and construction management services – in sum, a full range of B2B services. The questions of where Fluor should concentrate its resources to meet its customers’ most urgent needs can become enormously complex. To rationalize this process, Fluor must determine which customer projects – the ones that address its customers’ greatest strategic needs and, hence, have potentially the greatest margins – have the highest value. For many years, Fluor has known the critical importance of understanding every one of its B2B customers’ businesses. But that was not enough. The questions for Fluor’s marketing team became, ‘‘How can we learn each customer’s business strategy and strategic needs? ’ Some of the many different sources of information about a customer’s strategy are: B Marketing communications including printed materials (brochures and advertisements), media communications (press releases) and marketing websites reveal new product directions and customer targeting; these provide insights into market positioning and marketing strategy. B Financial-community reports (annual reports, SEC filings, as well as meetings with financial analysts) shed light on internal strategic initiatives in addition to market-positioning moves. Annual reports form the basis of this Fluor case study, but 10Ks and analysts’ reports could prove equally useful. B The academic literature is replete with surgical dissections of strategically successful companies and industries. Business-school cases abound featuring companies like Apple and industries like automobiles. Wal-Mart, for one, has been the focus of many Harvard Business School cases. [8] B Many companies make their published strategic plans available to interested parties. For example, British Petroleum has published its strategy on its corporate website since 2000. B Consultants that specialize in competitive intelligence. B Face-to-face conversations with your customers. Step 4: Discovering the customer’s strategic needs Strategic activities are the activities a firm must implement in order to realize its strategy or strategies. Every strategy has such a set of activities. Insofar as a company finds doing any of these activities difficult, potential suppliers have been trained to see these as ‘‘needs. ’’ But, suppliers need to differentiate between operations that are difficult and ones that are strategic. For example, an innovation strategy requires a system for generating ideas and picking the best ones, cost estimating, engineering, RD, prototype construction and testing, and market-acceptance testing. The pharmaceutical industry relies on a great many B2B service providers to support its new-drug-development programs in the drug-formulation (RD) stage and also B2B service providers that develop new systems to expedite regulatory approval. Value-chain analysis identifies both as key strategic functions. Step 5: Making value-chain analysis a strategic capability of the marketing department Engineering/construction companies have developed at least two approaches to break the forces of commoditization in their industry: 1. Project screening and selectivity. Not all projects are created equal or represent equal opportunity. Service providers should select projects on the basis of projected margin, not projected revenue. They must pursue projects that build on their strengths and core competences, projects where they can apply their best talents to serve their customers. This is done by first serving customers’ commodity work to position them to then pursue customers’ strategic opportunities. This is the approach used in the Fluor example. 2. Become selected customers’ strategic business partner. Such practice puts the business-services provider right in the customers’ lap, a decidedly advantageous position to be in when strategic opportunities are brewing. It also leads to many sole-source or noncompetitive-bid opportunities and, potentially, to higher margins. 1. The method described in the article is based on actual experience of one author when he worked for Fluor Corp. . A recent example is Ram Charan, What the CustomerWants You to Know: How Everybody Needs to Think Differently about Sales, Portfolio (Penguin Group), 2007. The application of value-chain analysis to B2B clients of engineering and construction management services was originally suggested by Don F. Coleman of Fluor Corporation in May, 2000. 3. Michael E. Porter, Competitive Advantage: Creating and Sustaining Superior Performance, Free Press, 1985. 4. Stanley C. Abraham, Strategic Planning: A Practical Guide for Competitive Success, Thomson South-Western, 2006, 214. . Wayne McPhee and David Wheeler, ‘‘Making the case for the added-value chain,’’ Strategy Leadership, Vol. 34 No. 4, 2006, Exhibit 1, p. 41; exhibit used with permission. 6. The supplier could have many other customers, and could replicate this process with those other customers. Typically, doing such an analysis would be reserved for the supplier’s top 3-5 customers. 7. The authors found little in the literature about B2B marketing practices based on knowledge of the customer’s value chain and business strategy. 8. See, for, example Harvard Business School Case #9-794-024, ‘‘Wal-Mart Stores, Inc. ,’’ August 6, 1996, which provides a thorough review of Wal-Mart’s business practices up to its international (horizontal) expansion. 9. Michael E. Porter, ‘‘What is strategy? ’’ Harvard Business Review, November-December 1996. 10. HBS Case #9-794-024, op. cit. 11. Harvard Business School Case #9-302-102, ‘‘Robert Mondavi and the Wine Industry,’’ May 3, 2002. Mondavi’s flagship brand ‘‘Woodbridge’’ is a rare example of a brand name pointing, not to product benefits, but up the value chain to process benefits. 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Business Etiquette in Japan Samples †MyAssignmenthelp.com

Question: Discuss about the Business Etiquette in Japan. Answer: Business etiquette in Japan The Japanese monarchy is considered as the oldest monarchy in the world which justifies the stringent customs and traditions that prevails in the Japanese society. The Japanese culture is a group culture where they perceive the welfare of the society as its primary goal. The practice of harmony is observed as an effective means to promote welfare of the society. The group culture is the primary source of promoting harmony among the group and the welfare of the group prevail over the welfare of an individual, hence, before taking any decision it is important that everybodys opinion is considered (Sato et al., 2015). Although it may seem to be next to impossible at several places, in Japan it is an age old tradition that must be performed owing to the homogeneity factor in the population. The Japanese likes to work with flexibility and usually feel reluctant to accept deadlines unless they are sure that they can complete the assignment under the given circumstances. However, in the mul ticultural workplace, doing business in a global economy it is obvious that cultural barriers to communication are bound to arise. However, this essay outlines the ways to overcome these cultural differences and respect the diverse cultures and establish an effective business relationship. Japan as a country values social conduct to such an extent that proper behavioral conduct has become the paramount law of the land. It is important to comprehend that cultural norms differ from one culture to another. The business etiquettes in Japan demonstrates their loyalty towards the organization and the members as well; dedication, consistency and promotion of harmony and welfare (Rothlin McCann, 2016). The members of the Japanese organization are loyal towards their organization and co-workers and if necessary they go beyond their job descriptions to help the company and the members as they value the welfare of the group over individual welfare. The Japanese people are dedicated to the company to such an extent that in case of any conflict between their duties towards the company and family, they usually give first priority to their duties towards the company. The Japanese are very consistent about their duties and acts and they must consider all options. They usually do not leave out any details and are known to be low risk takers which are an essential quality that is required in the contemporary work environment. The Japanese culture is a group culture where they aim at promoting welfare of the society and promote harmony as a means to achieve the welfare of the society. Furthermore, the Japanese regard silent communication as a matter of great importance and unlike western countries, silent communication is possible in Japan owing to the presence of homogeneity in the country. According to the business culture in Japan, speaking too much implies a sign of immaturity or absence of ideas. On the other hand, silent signifies understanding by using mere words or through body language that aims at surpassing words and provides a clearer picture. This kind of indirect communication signifies harmony and provides an opportunity to the other party to accept the results and save face in case of a failure. The Japanese considers themselves guilty when they fail to act or behave in a manner as expected from the other party. They do not like to bring in any change or chaos in their traditions that would disrupt the harmony (Tanaka Kleiner, 2015). In the given case scenario, at the beginning of the first or initial meeting, it is imperative the Emily must take in to consideration of the fact that the business culture in Japan is very formal. She must follow these business etiquettes in order to conduct business with the Japanese. Firstly, She must address Mr. Hamasaki by Mr. followed by his surnames and must not use the first name. Secondly, she must use the professional cards (meishi) which is a vital business etiquette observed in Japan. These cards are exchanged in the beginning of the meeting and must not be put away before the meeting ends and the cards must not have anything written on it otherwise it would be misinterpreted to be an impolite gesture. Emily should provide gifts to the Mr. Hamasaki after a business relationship is established between them as Japan is a country that is expert in endowing its business delegates with company gifts and it is almost mandatory to exchange gifts twice a year. Thirdly, since the Japanese upholds harmony as a valuable aspect of their business culture, they tend to give more importance to the organization and its members (Mukherjee Ramos-Salazar, 2014). Emily must consider the fact that while discussing about her food project she must explain how the project is going to promote welfare of the society and how the business activities shall maintain harmony within the organization, thus, benefitting both the organization and the society. Fourthly, Emily must consider that in a business setting in a country like Japan, silent communication is given more preference compared to overabundance of talking. Silence is often linked to credibility and a more formal approach, in the beginning of a meeting is more preferable and is likely to be received better when conducting business with Japan. Lastly, Emily must have regard to the fact that Japanese usually value group solidarity over individualism. Unlike the western countries, where individual recognition and contributions are valued, the Japanese gives more importance to the team concept and values praises and achievements of the entire group (Polleri, 2017). Potential Cross-Cultural Miscommunications Cross-cultural communication refers to the communication with respect to two distinct cultures. In business, cross-cultural communications play a significant role in conducting business with other individuals or teams in different areas of the globe. However, miscommunication could often lead to broken relations with partners, employees, customers, etc. In the given scenario, a common cross cultural barrier in the business communication is language. Emily is Australian and Mr. Hamasaki is Japanese and both belong to different cultural backgrounds. the cultural dimension model of Dr. Hofstede is considered as an internationally recognized standard for comprehending the cultural differences. Since cultural norms play a significant role in maintaining interpersonal relationships at work, it is pertinent for Emily to assess her decisions, actions and approach based on Hofstedes cultural dimension to avoid making mistakes and demonstrates the much needed confidence (Nelson Matthews, 2017 ). Under the given scenario, Emily may follow the cultural dimension pertaining to Masculinity versus Femininity (MAS) as the gap between men and women values is the greatest tin Japan. This approach refers to the distribution of roles between the women and men. In masculine societies there is less overlapping with respect to the roles of men and women and the men are expected to behave positively. In feminine societies, the overlapping is more and modesty is observed as a virtue. The maintenance of good relationships with direct supervisors is of greater importance. Emily must consider the fact that in order to open office in Japan, she would have to operate in a hierarchical, traditionally patriarchal and deferential society where long hours is embedded in its business tradition which might cause inconvenience for female team members owing to their family commitments (Kinloch Metge, 2014). Cultural differences are often considered as a nuisance at best and may often cause disaster. Despite the difference in culture, it is believed that all people are the same and instead of understanding, respecting and accepting the cultural differences, people strive to reduce the cultural differences which cause misinterpretations and misunderstandings between people from different countries. This often led to breakage of relations between the business partners, customers, employees etc. Cross-cultural communications requires both the parties who intends to conduct international business with each other, must possess sufficient knowledge about the cultural differences as what may be considered as acceptable in one country may not be acceptable in other countries (Chen, 2017). Every culture has distinct business ethics, distinct set of values and accepted behavior and different facial gestures ad expressions. It is pertinent to understand the cultural differences and demonstrate respect for the culture while communicating with the professionals from different cultures. In this given scenario, Emily must possess knowledge about the business etiquettes and work culture of the Japanese people and must portray respect for the culture while communicating with Mr. Hamasaki about her food project. She must avoid overabundance talking with Mr. Hamasaki and must maintain an impassive expression while communicating with Mr. Hamsaki as he would prefer to rely more on the facial expression, posture, tone of voice compared to verbal messages (De Mooij, 2015). It is recommended to Emily that she displays correct amount of deference and respect to someone based upon the status of Mr. Hamasaki instead of her own. While foreigners usually shake hands when they meet, but Japan being a traditional country bows when they meet as it displays a traditional form of greeting. Emily must have regard to the fact that the Japanese value traditions greater than any other place in the world. She must present her ideas about the food business keeping in mind that Japanese perceives meetings as a means to obtain and collect information rather than a decision making activity and would take a lot of time to plan and decide its business activities. Therefore, Emily must ensure that she accepts and respects the culture and business traditions followed in Japan while expressing her ideas and work culture to him with a view to establish a stable and good business relationship with Mr. Hamasaki. References Sato, Y., Nakatake, M., Satake, Y., Hug, J. (2015). About the Changing Roles of Foreign Language Teaching/Learning in the Context of Globalization in Japan. Rothlin, S., McCann, D. (2016). The Social Environment: Business Etiquette and Cultural Sensitivity. InInternational Business Ethics(pp. 321-340). Springer Berlin Heidelberg. Tanaka, A., Kleiner, B. (2015). Cross-Cultural Business Etiquette.Culture Religion Review Journal,2015(1). Mukherjee, S., Ramos-Salazar, L. (2014). " Excuse Us, Your Manners Are Missing!" The Role of Business Etiquette in Today's Era of Cross-Cultural Communication.TSM Business Review,2(1), 18. Polleri, M. (2017). EXCHANGING BUSINESS CARDS IN JAPAN: Oh! So you are an.Anthropology Today,33(3), 23-24. Nelson, K., Matthews, A. L. (2017). Foreign presents or foreign presence? Resident perceptions of Australian and Chinese tourists in Niseko, Japan.Tourist Studies, 1468797617717466. Kinloch, P., Metge, J. (2014).Talking past each other: problems of cross cultural communication. Victoria University Press. Ferraro, G. P., Briody, E. K. (2017).The cultural dimension of global business. Taylor Francis. Chen, L. (Ed.). (2017).Intercultural communication(Vol. 9). Walter de Gruyter GmbH Co KG. Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., Rose, E. L. (2014).International business. Pearson Australia. Thomas, D. C., Peterson, M. F. (2017).Cross-cultural management: Essential concepts. Sage Publications. De Mooij, M. (2015). Cross-cultural research in international marketing: clearing up some of the confusion.International Marketing Review,32(6), 646-662.